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NEW DELHI:<\/strong> Aircel<\/a> is using customer listening strategy and technologies like Big Data<\/a> and analytics tools to improve subscriber experience, along with methodologies adopted at Aircel call centres to optimise costs. Alok Kumar<\/a>, Head-Customer Services tells ET’s Danish Khan, that the measures are helping the telco improve customer satisfaction. Edited excerpts: \n
\nWhat is your ‘customer listening’ strategy’? Are you using any data analytics mechanism while leveraging Big Data?<\/strong>
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\nCreating a ‘Customer Listening’ strategy is a key to an organization’s long term survival strategy. We are driven by customer insights and feedback. Today we offer instant resolution (On-call) to almost 97% of our call center interactions, which in turn ensures a happy customer.
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\nWe gather regular feedback through multiple means such as social media, blogs, channels such as emails, call centres and through Aircel Website. Today we service over around 1.7 crore interactions each month across all key service touch-points.
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\nUnder our ‘Customer First’ programme, every manager in the company is mandated to be spending half a day at Aircel Retail partners or POS every month. Through this initiative we’ve been engaging with over 250 retailers each month directly through our leadership teams.
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\nWe also conduct external researches conducted by specialized agencies, Business Intelligence (BI) tools and assurance audits of key service touch points.
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\nThe BI tools used at Aircel enables the company to view customer interaction insights at a granular level basis which they are now in the process of directly linking customer experience with KPIs of respective cross functional teams. Aircel has invested in B.I. systems such as Terradata and Business Objects that help in mining customer insights through ‘big data analysis’.
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\nWhat are the new methodologies adopted at Aircel call centres to optimise costs?<\/strong>
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\nAircel has adopted a three pronged methodology and strategy to reduce costs.
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\nUnder the strategy, we are partnering with local partners in each state. Local call centre representatives give us the advantage of lower cost of operations, ability to provide employability to local staff who are more familiar with nuances such as dialect and geography and who also have an interest to stay longer with the organization.
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\nFurther, we have innovated our training methodology and system which cuts down the classroom lead time by 50% for new agents and accelerates their effectiveness on the floor.
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\nIn addition to that we have moved away from Average Handling Time on which call center partners and agents were traditionally measured and paid to a new measurement system CHAT – Call Handled in Appropriate Time that targets Call Handling time based on the importance & criticality of the call and whether it needs an agent support or can be handled through self help education options or over a text message. This has helped Aircel improve efficiency of call handling by at least 10-15% across our partners while also helping our agents get more clarity on how to handle different category of calls.
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\nHave you also increased the number of seats in call centers to improve service?<\/strong>
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\nCurrently, we have around 4500 agents working with Aircel across 18 call center partners – all of whom go through training on customer handling, soft skills, processes, systems training & simulation exercises for 10 days before they take customer interaction calls. Having said that, the number of representatives in call centres is being increased on a monthly basis in line with the increase in subscriber base and basis the quarterly forecast of expected volume of calls.
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\nIs there a shift happening from customer service<\/a> to customer experience? Do you see your employees playing an important role in this?<\/strong>
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\nCertainly the shift is very evident. Service industries across the world have graduated from providing just ‘customer service’ to providing a wholesome ‘customer experience’. Brands today are looking at newer ways to satisfy and ‘delight’ the customer like never before and therefore constant, engaging and transparent interaction with the brand in the right and positive manner becomes paramount and continues to be the most significant contributor to ‘customer experience’. Telecom is a highly customer centric sector, where literally customer is the king- everything, right from products and services to recharge options are designed keeping the customer’s need in mind. Thus, the need of the hour is that telecom industry should undertake service innovations to achieve significant gains in terms of cost, experience, process improvement and above all, alignment with customer needs.
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\nOur recent innovations in the sphere of customer services are in this direction only- to deliver on customer experience rather than only customer service. Be it Aircel’s customer listening strategy or the way we handle our customers at the retail touch points or through the call centers, we always try and make sure that the customer experience meets the need of the market and the delivery is made as delightful as possible irrespective of the touch-point .
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\nIn this process, the role of the employees across functions becomes absolutely critical. They are the first brand ambassadors of the brand.
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\nPlease tell us about other initiatives to improve customer experience.<\/strong>
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\nIn customer services, one of the initiatives that Aircel undertook recently was to reorient the way services are delivered in the Indian telecom sector in two ways- by improving experience from customers’ point of view and also gradually lowering the ‘cost to serve’ for Aircel. Aircel imbibed best practices from other industries as well and worked towards ‘retailization of service.’
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\nAs tele-density increases & complexity of smartphones & data services rise, the role of the retailer becomes paramount in servicing the end point consumer. The comfort of consumers in semi urban and rural communities in dealing through a retail (face to face preferably in local dialects) rather than IVRS or call center for his telecom needs is very high. At Aircel, we recognised this and embarked on engaging and empowering retailers to be able to provide service to their walkins. Through this they not only provide guidance and resolution to their neighbourhood community but also in the process improve their own business through upsell and cross sell opportunities – whenever a customer walks into their shop for taking service.
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\nTo enable retailers to become an effective addressal point for consumers, Aircel has also scaled up its backend mechanisms and has created more mechanisms for easy logging of customer issues at retail points. This enables the ‘service empowered’ retailers to gain from higher footfalls through bettering the tertiary sales of various telecom products and services from their shops This model is now successfully working in UP East, Bihar, Assam, Punjab, Haryana, Rajasthan, North East and Himachal Pradesh and we have over 3600 retailers fully operating on this model.
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\nAs part of this initiative, Aircel customer services team and rolled out ‘Mobile Seva Kendra’ app that empowers a retailer to capture in ‘multilingual’ options a walk-in customer’s service needs – which gets seamlessly transferred to backend resolution teams for tagging and addressal. This application empowers a retailer to support their ‘walkins’ for any telecom needs and offers a customer the ease of dealing with a neighbourhood store -giving familiarity of local language, ‘face to face’ interaction capability and locational proximity, making it far superior to ‘traditional’ Call Center support.
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\nHow has been uptake of this app? How much % of retailers using it, and the outcome?<\/strong>
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\n1550 out of 3600 Aircel Seva Kendra’s – 42% are using Mobile Seva Kendra for customer issue handling. This new channel has grown to approx. 18% of tickets logged coming through this channel.\n\n<\/body>","next_sibling":[{"msid":50169409,"title":"India Inc's M&A deals at $31 bn in January-November: Grant Thornton","entity_type":"ARTICLE","link":"\/news\/india-incs-ma-deals-at-31-bn-in-january-november-grant-thornton\/50169409","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":50169450,"entity_type":"ARTICLE","title":"Service innovations required to achieve cost benefits, customer experience: Aircel\u2019s Alok Kumar","synopsis":"Aircel \u200bis using customer listening strategy\u200b and technologies like Big Data and analytics tools to improve \u200bsubscriber experience, along with methodologies adopted at Aircel call centres to optimise costs","titleseo":"telecomnews\/service-innovations-required-to-achieve-cost-benefits-customer-experience-aircels-alok-kumar","status":"ACTIVE","authors":[{"author_name":"Danish Khan","author_link":"\/author\/479206691\/danish-khan","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/479206691.cms?width=250&height=250&imgsize=7874","author_additional":{"thumbsize":true,"msid":479206691,"author_name":"Danish Khan","author_seo_name":"danish-khan","designation":"Senior Assistant Editor","agency":false}}],"Alttitle":{"minfo":""},"artag":"ETTelecom","artdate":"2015-12-14 12:42:18","lastupd":"2015-12-14 12:49:50","breadcrumbTags":["interview","Aircel","Alok Kumar","customer service","Big Data"],"secinfo":{"seolocation":"telecomnews\/service-innovations-required-to-achieve-cost-benefits-customer-experience-aircels-alok-kumar"}}" data-authors="[" danish khan"]" data-category-name="" data-category_id="" data-date="2015-12-14" data-index="article_1">
服务创新需要实现成本效益,客户体验:Aircel库马尔
Aircel使用客户听力策略和技术就像大数据和分析工具,以改善用户体验,以及采用什么方法在Aircel呼叫中心优化成本
新德里消息:
Aircel使用客户听力策略和技术大数据和分析工具,以改善用户体验,以及采用什么方法在Aircel呼叫中心优化成本。库马尔汗Head-Customer服务告诉ET的丹麦,这些措施帮助电信提高客户满意度。编辑摘录:你的”客户听“策略”是什么?你使用任何数据分析机制,利用大数据?
创建一个“客户听”战略是一个组织的长期生存策略的关键。我们是由客户的洞察力和反馈。今天我们提供即时解决(随叫随到),几乎97%的呼叫中心交互,进而确保客户快乐。
我们收集定期反馈等通过多种手段社交媒体,博客、电子邮件等渠道,通过Aircel呼叫中心和网站。今天我们服务每月约1.7卢比的相互作用在所有关键服务接触点。
在我们“顾客第一”计划,每一个经理在公司规定是每天花一半Aircel每月零售合作伙伴或POS。通过此次活动我们一直与每个月超过250个零售商直接通过我们的领导团队。
我们也进行外部专门机构进行的研究,商业智能(BI)工具和保证审计的关键服务接触点。
BI工具用于Aircel使公司查看客户交互粒度级别的见解的基础上,他们现在的过程中直接连接客户体验和kpi的各自的跨职能团队。Aircel Terradata等已投资于联邦调查局系统和业务对象,帮助矿业客户通过大数据分析的见解。
有什么新方法采用Aircel呼叫中心优化成本?
Aircel采取了三个叉的方法和策略来降低成本。
根据策略,我们在每个状态是与当地合作伙伴。当地呼叫中心代表给我们的操作成本较低的优势,为当地提供就业能力员工更加熟悉如方言、地理和细微差别也有兴趣与组织保持更长时间。
进一步,我们创新培训方法和系统,减少50%的课堂时间为新代理商和加速它们的有效性在地板上。
除了我们离开平均处理时间,呼叫中心合作伙伴和代理商是传统的测量和支付给一个新的测量系统聊天——在适当的时候调用处理目标调用处理时间基于电话的重要性和临界和需要一个代理支持还是可以通过自助教育选项或短信。这有助于Aircel提高效率的处理至少10 - 15%在我们的合作伙伴,同时也帮助我们的代理更清晰如何处理不同类别的电话。
你也增加了呼叫中心的席位数量提高服务吗?
目前,我们有大约4500个代理处理Aircel在18呼叫中心合作伙伴——所有人经过培训客户处理,软技能、流程、系统训练和模拟演习前10天他们把客户交互调用。已经说过,在呼叫中心代表的数量正在增加每月按照用户数量的增加和基础的季度预测预期的电话。
有将发生从吗客户服务客户体验?你看到你的员工发挥着重要的作用吗?
肯定的转变非常明显。服务行业在世界各地提供毕业刚刚“客户服务”提供一个健康的“客户体验”。品牌今天正在寻找新方法来满足和前所未有的“喜悦”客户,因此常数,迷人的和透明的与品牌的互动在正确的和积极的态度就变得至关重要,最重要的因素仍然是“客户体验”。电信是一个高度以客户为中心的企业,顾客是国王,一切,从产品和服务给选择记住顾客的需要而设计的。因此,小时是电信行业的需要应进行服务创新实现成本显著提升,经验,过程改进,最重要的是,符合客户需求。
我们最近在客户服务领域的创新仅仅是在这个方向,提供客户体验,而不是唯一的客户服务。Aircel的客户听力策略或零售的方式处理客户接触点或通过呼叫中心,我们总是试着确保客户体验满足市场的需要和交付尽可能愉快无论触点。
在这个过程中,员工的角色在功能变得至关重要。他们是品牌的第一品牌大使。
请告诉我们其他措施,以改善客户体验。
在客户服务中,一个行动的Aircel最近进行了重新定位服务的交付方式在印度电信部门在两个方面,通过改善客户体验”的观点,而且逐渐降低的成本为“Aircel服务。Aircel吸收了来自其他行业的最佳实践和工作向“retailization服务。”
随着tele-density增加和智能手机的复杂性和数据服务上涨,零售商的角色变成了派拉蒙在终点的消费者服务。舒适的半城市及农村地区的消费者通过一个零售(面对面的最好是在当地方言)而非广度、或为他的电信呼叫中心的需求是非常高的。Aircel,我们承认这一点,开始参与和授权零售商能够提供服务一曲终。通过这个他们不仅提供指导和解决他们的邻里社区也在这个过程中提高自己的业务通过增销和交叉销售机会,每当一个客户走进他们的购买服务。
使零售商能够成为一个有效的消费者,addressal点Aircel也扩大其后台机制和创造了更简单的日志记录机制在零售客户问题点。这使得服务授权的零售商通过改善高等教育获得更高的脚步声从他们的商店销售各种电信产品和服务的这个模型已经成功地在东,比哈尔邦,阿萨姆邦,旁遮普邦、哈里亚纳邦拉贾斯坦邦,东部和北部喜马偕尔邦,我们有超过3600个零售商完全作用于这个模型。
作为这个项目的一部分,Aircel客户服务团队,推出了“移动Seva坎德拉”应用程序,使零售商能够捕获在一个大客户的服务需求“语言”选项——被无缝地转移到后端团队标记和addressal决议。这个应用程序授权零售商来支持他们的“步进”对于任何电信需求和客户提供了一个易于处理邻里商店给熟悉当地的语言,“面对面”的交互能力和区位接近,使其远优于传统的呼叫中心支持。
被吸收这个程序如何?多少%的零售商使用它,结果呢?
1550 3600 Aircel Seva坎德拉的- 42%是使用移动Seva坎德拉为客户处理问题。这个新的渠道已经增长到大约。18%的票记录通过这个通道。
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